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Course Overview

After a grounding review in basic strategy, you'll learn advanced strategy tools and techniques that are key in today's fast-changing world. We'll introduce the tools you need to understand the strategy dynamics of an industry, and to evaluate the firm's strategy in terms of life-cycle, global competitiveness, diversification, and stakeholder analysis.

Course Methdology

Learn – practice – apply. Presentations by the consultant are interspersed with individual research, case studies, group discussion, and development of a list of strategic opportunities in the participant's organization.

Course Objectives

By the end of the course, participants will be able to:
  • Understand how technology and big data are disrupting every industry and function.
  • Be fluent in disruption theory and know how to turn technological and market disruption into strategic advantage.
  • Spot discontinuities relevant to the firm's core business.
  • Understand when partnerships and joint ventures make sense and when they don't.

Target Audience

Senior leaders seeking to learn the most up-to-date strategic models; to be able to lead their firms to strategic advantage; or to feel more confident in their strategic recommendations. Entrepreneurs looking to disrupt an established industry, and those in established firms anticipating such challenge.

Target Competencies

  • Fluency in the basics of strategic thinking and the classic models
  • An understanding of the movement of expectations (Kuhn Cycle)
  • The meaning and results of disruption and discontinuity
  • The imperative of big data
  • Strategies for superior customer retention (service differentiation, branding, switching costs)
  • Strategies for lifecycle, global competitiveness, diversification, and stakeholder analysis

Course Outline

Review of Strategy Basics

  • 5Cs, SWOT, Pareto, market segmentation
  • SMART objectives, Balanced Scorecards, KPIs, dashboards
  • Five Forces, PESTEL
  • Mini-cases

Strategy 2.0 - Context

  • The Garbage Can Theory and the Kuhn Cycle
  • Future shock and technological disruption
  • The flat world
  • Social disruption
  • The new bottom line
  • Jim Collins: the hedgehog, the bus, ROL bullets to cannonballs, and BHAGs  
  • PEST analysis, Uberization, and AI
  • The big lies of strategic planning
  • Mini-cases

Strategy 2.0 - Content

  • Back to Kuhn: disruption and discontinuity
  • Legacy cost and the wisdom of Satchel Paige
  • Size effects: organic growth vs acquisitions
  • Strategies for superior customer retention (service differentiation, branding, switching costs)
  • Competitive lifecycle, internationalization and stakeholder analyses, and diversification
  • Black swans and discontinuity
  • System risk and the imperative of robustness
  • Case study

Big Data: Enormous Cost, Benefit

  • Moore's law + baby iPhones = ubiquity + acceptance
  • Heightened expectations affect ALL industries and functions
  • The cost of data
  • The cost of no data
  • New jobs, new industries
  • Old jobs, old industries
  • Transform or die

Trends Calling for Strategic Thought

  • Big data
  • Cybersecurity and risk management
  • Ubiquitious connectedness
  • Demand for greater speed, ease of use, and accessibility across industries
  • Flatter organizations 
  • Human resource transitions, including the rise of millennial, remote work, the gig economy
  • Silos – coming down 
  • People – breaking out of rigid functional identities
  • Sustainability/CSR concerns 

Disruption, Discontinuity, and You

  • Identify likely suspects for disruption and discontinuity facing you or your firm
  • Find 2-3 tools useful for you or your firm to use
  • Using one tool, sketch out some strategic options for you or your firm to explore
  • Sketch out one ongoing practice to make you or your firm more robust and future-proof
Location & Dates
Call us at +971 4 430 8394